India’s GCCs have mastered scale, now comes the test of impact
India’s global capability centres have spent years establishing their importance to multinational enterprises through technology delivery, workforce expansion and operational efficiency. But as these centres assume more complex responsibilities, the traditional measures of growth are becoming less adequate. A large technology workforce and a strong delivery record do not, by themselves, establish whether a GCC is shaping the enterprise’s future or simply executing its existing priorities.
The more consequential test is whether a centre can take ownership of business and technology outcomes, develop capabilities that benefit the wider organisation and turn experimentation into solutions that deliver sustained value.
For Vijai Kishan, India Site Lead and Head of India Enterprise Technology at Fidelity Investments India, this distinction marks the next phase of the GCC model. The transition, he argues, requires a shift in accountability, with teams moving beyond predefined assignments to become trusted partners in achieving the parent organisation’s strategic objectives.
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